The purpose of this paper is to examine the weaknesses which result in the concept of process performance measurement being ineffectively translated into effective measurement and action regimes.
In spite of the fact that process performance measurement is an obligatory requirement included in chapter 8 of the ISO 9001 standard, there are still a number of problems and weaknesses related to such measurement. The paper discusses these and some lessons learned from the author's personal experience (gained from auditing and self‐assessment projects).
The paper highlights common weaknesses in implementing measurement regimes to monitor and control core processes.
The paper suggests areas and issues that organisations might consider to improve the way in which they adopt and exploit process performance measurement.
The paper summarises the current state of practical process performance measurement with its attendant weaknesses.
Nenadál, J. (2008), "Process performance measurement in manufacturing organizations", International Journal of Productivity and Performance Management, Vol. 57 No. 6, pp. 460-467. https://doi.org/10.1108/17410400810893392
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